“In my experience, I learned that starting with tactical was a good stepping stone to strategic CI, especially in large companies. You need to build trust and a track record. Also in these tough times, companies are looking for results, and they’re easier to affect with sales, for example helping close more deals.”

Ellen points out a couple of good reasons when a tactical focus might be necessary or desirable. Let me give you some more reasons why an approach of “always and only strategic issues” is not a subtle enough approach for a CI professional. Work can be tactical for a while but there are cautions in every case.

Starting small means starting tactical.

Few CI programs magically burst into view in their full blown form catering to the most critical issues for the company. However many get started with small scale efforts (as Ellen mentions). These efforts originate in a department or a division among a few people that recognize that the competitive landscape is poorly understood. So, in absence of an existing strategic program, they simply get started with something that meets their local needs.

The caution is that it cannot remain tactical if the assumption is that the ultimate customers for competitive intelligence are strategic decision makers; that is, senior management.

Tactical work helps with brand building.

Even when the focus is usually strategic, there are times when building a CI brand within an organization is best done tactically. Why be concerned about a brand? The reason is that cooperation throughout the organization, credibility during presentations and access to key decision makers often depends on the brand that has been established. More time can be spent on this effort when not consumed with the high impact strategic studies for management.

The caution is a great brand name among the larger organization with a poor brand image among the strategic decision makers can be fatal. If you have to choose, choose senior management.

There is time to improve infrastructure and tools.

There are artifacts from every CI analysis. The artifacts are tools, approaches, techniques, presentation formats, etc., that are useful after the analysis is complete. None of these things are strategic except that they are used during strategic analyses. Why not improve them when the pressure is temporarily off of the CI team? It’s a great time to test innovation in less visible settings.

The caution is that you will not be paid to have great tools and infrastructure. You are paid to produce strategic insights. Make sure that the tools and infrastructure support the strategic processes.

New sources can be identified and nurtured.

There is not a CI person alive that already knows everything that he or she needs to know. We are constantly using sources inside and outside the company to find new information. Tactical times are a great time to develop and nurture relationships with primary sources. Then, when the fast turnaround strategic study is due, you will know who to talk with and they will be inclined to help you.

The caution is the CI effort must be balanced. Even during tactical times there will be deliverables that must be made. Too much relationship building might be seen as detracting from important near term contributions.

You can provide near term business development support.

Finally, the most obvious activity during tough economic times is to help drive sales. Ellen points this out in her comments. A CI person is uniquely equipped to put competitive product offerings in perspective and to support business development efforts. Many jobs depend on closing deals and it is not the best time to adhere to a strict definition of what you will and won’t do.

The caution is that there is a considerable risk that the CI function will disappear as a distinct role. Since CI is overhead and usually executed on a strategic timescale, near term pressures can overwhelm CI teams. Navigating through tough times means hanging on to the CI moniker but doing whatever is necessary to help the organization.

In normal times the competitive intelligence function will be busy doing strategic analyses for senior management. When you do the job well, your input and insight will be sought after by your customers. There are in between times however when your focus can be tactical for a time. Use this time well and you will be prepared for the next round of strategic requests.